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The practice and process of delivering integration through strategic planning

Jarzabkowski, P and Balogun, J (2009) The practice and process of delivering integration through strategic planning. Journal of Management Studies, 46 (8). pp. 1255-1288. ISSN 0022-2380

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    This paper explains how strategic planning is able to deliver strategic integration within organizations. While communication and participation within planning processes are perceived to have an integrative effect, we argue that these effects are unlikely to arise simply from bringing people together. Rather, we suggest that, given the varying interests of actors in different business units, integration will only arise from active negotiations and compromises between these actors. The paper is based upon a case of strategic planning in a multinational that was attempting to develop greater strategic integration across Europe. Drawing upon an activity theory framework, we examine how a common strategy emerges over time through modifications to the planning process and to different actors' roles within it. The findings are used to develop a process model that shows how different business unit characteristics of planning experience and relative power shape different experiences of communication and participation activities and different processes for achieving integration. The paper concludes with a discussion of how this process model contributes to the literature on strategic planning, political processes of strategy-making, and strategy-as-practice.

    Item Type: Journal Article
    Journal or Publication Title: Journal of Management Studies
    Departments: Lancaster University Management School > Lancaster University Management School - Other > Centre for Strategic Management
    ID Code: 45348
    Deposited By: ep_importer_pure
    Deposited On: 11 Jul 2011 19:30
    Refereed?: Yes
    Published?: Published
    Last Modified: 18 Apr 2018 00:03
    Identification Number:

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